In order to maintain the sustainability of the family-style company, a sophisticate succession plan is necessary for the successor and his family business. The successor has to know not just how to deal with the complicated relation between the family members, but also the competitive capability of his company. This research takes a family business style manufacturer company in central part of Taiwan as a case study and examines how the successor builds and plays his new social networks to maintain the existing family business. Through the participatory observation and in-depth interview methods of qualitative approach, four aspects are constructed as management strategies, organization structure, corporate culture and leadership style. From these four aspects, the successor has to arrange his personnel matter and business achievement as the first step after becoming a president. Then, the president creates the corporate culture and reorganizes the company. Finally, he has to develop a new social network connecting family members and business partners together through interpersonal relationship for his generation.